Search results

Attitudes, perceptions, and intentions of a firm's customers, which can be captured via customer feedback metrics (CFMs), provide valuable information about the state of a firm's customer base. CFMs can help capture the impact of marketing actions on future customer behavior and future firm performance, and thus can help make marketing become more accountable. CFMs have received much attention in marketing research and business practice since the 1970s. In this chapter, we provide a short historical overview of the development of, and research about, CFMs, we classify the different types of CFMs, we highlight the empirical findings of the drivers and consequences of CFMs, and we explore how CFMs can be integrated in a firm's customer dashboard in order to make marketing more accountable. We furthermore explore some of the challenges in accurately measuring CFMs, and in the end of this chapter, we provide information on how to capture CFMs in the age of social listening via modern tools involving text-, voice-, and video-mining.

The Covid-19 pandemic has a strong effect on societies, business and consumers. Governments have taken measures to reduce the spread of the pandemic, such as social distancing and lockdowns. The latter has also resulted in a temporary closure of physical stores for “non-essential” retailing. Covid-19 thus has a profound impact on how people live. The period of relative isolation, social distancing and economic uncertainty changes the way we behave. New consumer behaviors span all areas of life, from how we work to how we shop to how we entertain ourselves. These shifts have important implications for retailers. This paper aims to discuss the potential structural effect on shopping behavior and retailing when Covid-19 measures are no longer needed and society moves back to a normal situation.

The paper synthesizes empirical and conceptual literature on the consequences of COVID-19 and introduces a conceptual framework along with a set of predictions that can be investigated with empirical data.

This study suggests that Covid-19 shapes both consumer needs and behavior and how retailers respond to these changes. Moreover, it suggests that this will not only affect market outcomes (i.e. retail sales and market share online) but also firm outcomes (i.e. customer experience, firm sales) and importantly the competition between online and offline retailers.

In the conceptual framework, this study aims to advance knowledge on longer-term outcomes (vs immediate outcomes such as panic buying) and how COVID-19 is changing the competitive landscape of retail.

Radio is becoming increasingly popular as an advertising medium. At the same time, more and more companies are integrating direct marketing in their communication strategies. Considers the influence of the day of the week, the time of the day, the position of an ad in the commercial break, the length of the commercial break and the type of the preceding program on two effectiveness measures: responses per rating point and responses per cost using a field experiment. A total of 111 commercial spots, covering two campaigns, were broadcast on two radio stations in The Netherlands. Tobit analysis is used to test the influence of the different variables. The most effective direct response radio commercials are those broadcast on Monday, Tuesday and Wednesday and those broadcast between 2.00 p.m. and 4.00 p.m.

In recent years, the quality of private label products and their market shares have grown to such an extent that most consumer goods manufacturers, brand leaders included, can not afford to ignore them. Private labels are, however, not just another generic competitor. The retailer that sells them is also an important account, and the issue includes the question: to produce private label or not? Several authors have recently suggested a number of effective strategies for leading national brand manufacturers against private labels. However, the empirical evidence for the strategies identified is scarce. Using a sample of 101 Dutch national brand manufacturers, we get a better understanding of the sets of strategies companies use. Using an inductive approach, we find four dominant profiles that are linked to performance and are discussed.